Do You Have A Risk Communications Plan?

WASHINGTON, D.C.-A panel of three experts from the International Public Relations Exchange (IPREX) team tackled the importance of having a risk communication plan in place before a crisis hits, during a live broadcast taping here at the Reuters Building last week. Sponsored by the Southern Gas Association, the program called "Risk Communication: The Challenge of the 1990s, The Requirement of Year 2000," highlighted mock examples of community catastrophes, such as an airline accident involving several fatalities and angry community backlash to a new gas line site that would put any corporate communications plan to the test.

Unlike crisis communications, risk communications initiatives involve an organization's effort to explain the health, safety and environmental consequences of its products or business practices to the community, as well as the steps it has taken to minimize the risks.

By taking a proactive, up front-communications approach to the media, special interest groups and government organizations, a well-focused risk communications plan can lessen the "outrage" factor and build a stronger bond with the community, no matter the industry or company, according to the experts.

The panelists, Robert Wilkerson, president and CEO of The Corporate Response Group, a Washington, D.C.-based crisis management firm, Joe Charest, president and COO of The Gable Group, a Los Angeles-based marketing communications agency, and Terry Lauder, president of Hedlin-Lauder Associates, a strategic communications firm in Calgary, Canada, outlined key obstacles to and strategies for jumpstarting a risk communication program. These internal obstacles include:

Convincing the CEO of the importance of a risk communication plan;

Overcoming the CEO fear factor;

Addressing the power play among departments for control of the risk strategy; and

Minimizing the "panic" mentality when a crisis hits.

Emphasizing that risk communications is really "10 percent crisis and 90 percent preparation," the panelists identified several "how to" solutions for getting CEO/top management buy-in for these high-priority initiatives.

Being prepared for a crisis means devoting the time to practicing several "worst case scenarios" so that management becomes comfortable with discussing the risks involved with the media and the community, according to Wilkerson. The panelists' "how to" tips for implementing a risk communication plan include:

Convincing senior management by identifying the risks involved with your industry and the importance of risk training for managing key messages to the media and community. The frequency of training sessions should be based on the company's vulnerability to crisis.

Developing a risk communication strategy that complements the crisis communication plan (the two should not be mutually exclusive). Although the strategy should be spearheaded by the corporate communications team, invite direct participation from key department heads.

Integrating other communications components like community relations and media relations into the risk strategy. These are vital for creating information kits and anticipating story angles as well as keeping stakeholders in the loop.

For more information on the live broadcast or to receive a tape of the program, contact Tessa Weichman at The Corporate Response Group at 202/775-0177 or by [email protected].

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